An empirical test of the relationship between agency/communion and influence in work groups

A model for understanding effective managerial practices is introduced. Effective Japanese and American managerial practices are explored for their relationship with the model's key concepts of agency (a goal-oriented sense of self, characterized by self-assertion, self-expansion, and self-prot...

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Bibliographic Details
Main Author: Hamilton, Ester E. (Author)
Format: Electronic Article
Language:English
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Published: Proquest 1989
In: International journal of value-based management
Year: 1989, Volume: 2, Issue: 1, Pages: 53-70
Further subjects:B Fellow Group Member
B Work Group
B Influence Effectiveness
B Empirical Test
B Managerial Practice
Online Access: Volltext (lizenzpflichtig)
Description
Summary:A model for understanding effective managerial practices is introduced. Effective Japanese and American managerial practices are explored for their relationship with the model's key concepts of agency (a goal-oriented sense of self, characterized by self-assertion, self-expansion, and self-protection) and communion (selflessness—a willingness to admit vulnerability and need to create nurturing relationships). It is hypothesized that agency and communion are each positively related to influence effectiveness. The hypothesis is tested with 120 individuals from 13 U.S. Navy decision-making groups using two questionnaires (ISQ-I and ISQ-II) completed by different subgroups of one's fellow group members. These questionnaires, respectively, measure agency/communion (independent variables) and various forms of influence on the group (dependent variables). Additionally, express-control and want-control preferences are measured, using the FIRO-B questionnaire, to test if these variables' relationship with agency and communion is in the expected direction. Both hypotheses were strongly confirmed.
ISSN:1572-8528
Contains:Enthalten in: International journal of value-based management
Persistent identifiers:DOI: 10.1007/BF01714970